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Summary Articles Strategic Supply Chain Management
Summary of the articles of the course Strategic Supply Chain Management.
[Meer zien]Voorbeeld 6 van de 37 pagina's
Voorbeeld 6 van de 37 pagina's
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Voorbeeld van de inhoud
Referencing in APA: https://www.mendeley.com/guides/apa-citation-guideTable of Contents
Lecture 1.................................................................................................................................................2
Bridging organizations theory and supply chain management: the case of best value supply chains 2
Toward a theory of multi-tier supply chain management..................................................................4
Lecture 2.................................................................................................................................................6
Pressure or Pamper? The effects of power and trust dimensions on supplier resource allocation....6
Supply Chains and Power Regimes: Toward an Analytic framework for Managing Extended
networks of buyer and supplier relationships..................................................................................10
The relationships between supplier development, commitment, social capital accumulation and
performance improvement..............................................................................................................12
Lecture 3...............................................................................................................................................15
Revisiting the interplay between contractual and relational governance: A qualitative and meta-
analytic investigation........................................................................................................................15
The dark side of buyer-supplier relationships: A social capital perspective......................................18
The different impact of inter-organizational and intra-organizational ICT on supply chain
performance.....................................................................................................................................21
Lecture 4...............................................................................................................................................24
Understanding responses to supply chain disruptions: insights from information processing and
resource dependence perspectives..................................................................................................24
A contingent resource-based perspective of supply chain resilience and robustness......................27
The role of collaboration in supply chain resilience..........................................................................30
Lecture 5...............................................................................................................................................32
Competitors’ resource-oriented strategies: acting on competitors’ resources through interventions
in factor market and political markets..............................................................................................32
Factor-market rivalry and competition for supply chain resources..................................................36
,Lecture 1
Bridging organizations theory and supply chain management: the case of best value supply
chains
Ketchen Jr, D. J., & Hult, G. T. M. (2007). Bridging organization theory and supply chain management:
The case of best value supply chains. Journal of operations management, 25(2), 573-580.
Abstract
Rivalry is increasingly being contested at the supply chain level of analysis. Rather than competing
‘‘firm versus firm,’’ today’s organizations are battling ‘‘supply chain versus supply chain. ’’Within this
context, best value supply chains are emerging as a means to create competitive advantages and
superior performance. While traditional supply chains often focus primarily on one key outcome such
as speed or cost, best value supply chains excel along an array of uniquely integrated priorities—cost,
quality, speed, and flexibility. We describe how key organizational theories help to distinguish
traditional supply chains from best value supply chains. To provide a foundation for future inquiry,
we offer theory-based research questions that are focused on best value supply chains.
Supply chain versus supply chain instead of firm versus firms.
Supply chain can be strategic weapons to gain advantages.
Best value supply chains chains that are most likely to prosper within today’s competitive global
landscape.
Traditional supply chains and Best Value supply chains comparison table 1 of the article.
Agility
Adaptability
Alignment
Best value chains attempt to build on strategic supply chain management in general and agility,
adaptability and alignment in particular in order to do extremely well along multiple outcomes. The
strive to excel along multiple priorities labelled as competitive priorities.
Competitive priorities
Speed
Quality
Cost
Flexibility
Table 2 considers the implications of the best value supply chain offered by nine prominent
theoretical perspectives:
Transaction costs economics (TCE)
Agency theory
Resource dependence theory
Institutional theory
Game theory
Network theory
Social capital theory
Strategic choice
Resourced-based views/knowledge based view
Also questions in het article with each theory.
,Conclusion
Best value supply chains use strategic supply chain management in an effort to excel in terms of
speed, quality, cost, and flexibility. Despite the value of this concept to modern firms, little is known
about how prominent theories can help shed light on what distinguishes these chains from others
and makes them exceptionally successful. This paper focused on building bridges between
organization theory and supply chain management in order to help close the gap between what we
know about best value supply chains and what we need to know. In particular, applying insights from
the nine theories offers a rich depiction of best value supply chains and provides important questions
that should be tackled within future research.
,Toward a theory of multi-tier supply chain management
Mena, C., Humphries, A., & Choi, T. Y. (2013). Toward a theory of multi ‐tier supply chain
management. Journal of Supply Chain Management, 49(2), 58-77.
Abstract
Recent trends toward outsourcing and global sourcing have created longer, more complex and more
fragmented supply chains. In this research, we aim to instigate a theoretical development of multi-
tier supply chain (MSC) management by adopting an inductive case study research design. Following
a multiple case research design, we investigate three-tier supply chains to develop a theory of MSC
management. Each of the investigated supply chains consists of a buyer, supplier and supplier’s
supplier. Based on the case studies, propositions are built concerning how MSCs operate. As an
underlying methodology, we first conduct a within-case analysis and then expand that analysis to the
cross-case context. The results show the impact that the dynamics of the MSC have on power
balance, structure, interdependence and relationship stability inherent in MSCs.
What happens within the Multi-tier supply chain is still largely unexplored How a link affects
another link and how a node affect a node once removed.
Dyadic logic, dyad
Triads smallest unit of a network.
Transactions cost theory, resource based view and knowledge based view, complexity theory or
complex adaptive systems,
Structural arrangements
Buyer-Supplier-Supplier relationships
Supplier-Buyer-customer relationships
Figure 1 Theoretical multi-tier supply chain (MSC) structures
Open MSC
Closed MSC
Transitional MSC
Cases:
Brewer, Grain Trader, Farmer Associations (Open)
Baker, Miller, Co-operative (Closed)
Retailer, Processor, Breeder (Transitional)
Propositions:
Structural power power appeared to be a function of structural position in the MSC
Interdependence manifest itself as a desire for or acceptance of the situation were the MSC
partners derive confidence from the group’s ability to operate as an entity
Relationship stability withing the MSC was affected both positively and negatively by issues that
caused tensions between the partners
Table 3 details.
Power, structure and sustainability:
1. When the structure of an MSC changes, the resource-based power balance among its members
shifts, regardless of the resources possessed by each member
, Middleman
2. A buyer who want to influence key product characteristics needs to connect directly with its
supplier’s supplier who works with undifferentiated resources.
Interdependence:
3. As an MSC transition from an open to a closed structure, the sense of interdependence among its
members grows.
Balance theory
Relationship stability:
Both case 2 (Closed) and case 3 (Transitional) appear to show that as the MSCs become fully linked,
information becomes more transparent, helping the members unite around a common goal and
diminishing the possibility of opportunism and adversarial behaviors while bringing stability to the
relationships. However, this stability comes at a cost, mainly in the form of management effort.
4. Closed (Open) MSCs offers stronger (weaker) perceptions of stability but require additional (and
require fewer) management resources.
Discussion and conclusions
Tentius iungens (role that focuses on acting as a conduit for information)
Tertius gaudens (role that focuses on acting as a broker for leverage)
, Lecture 2
Pressure or Pamper? The effects of power and trust dimensions on supplier resource
allocation
Pulles, N. J., Veldman, J., Schiele, H., & Sierksma, H. (2014). Pressure or pamper? The effects of power
and trust dimensions on supplier resource allocation. Journal of supply chain management, 50(3), 16-
36.
Abstract
Leveraging the supply chain for competitive resources remains a key challenge for supply chain
management. Drawing on social exchange theory, this study examines SCM practices that help firms
to acquire better supplier resources than rival firms that source from the same supplier. We provide
a clearer picture of coercive and competence power, and goodwill and competence trust as key
mechanisms to improve supplier resource allocation of physical and innovation resources. We
analyze survey data of 185 supplying firms using structural equation modeling. Our analyses yield
several interesting findings. First, contrary to other studies, we find that coercive tactics do not
necessarily affect supplier resource allocation negatively and goodwill trust does not inherently affect
supplier resource allocation positively. Second, the results of a multigroup analysis indicate that the
dependence of a supplier on the buying firm—in terms of share in turnover—affects the relationship
between the trust dimensions and supplier resource allocation more than it does the power
dimensions. Third, goodwill trust only affects supplier resource allocation when the buyer has a large
share in the supplier’s turnover, while competence trust is more effective if buyers account for a
small share in the supplier’s turnover. The contributions of our study for the supply
chain management and social exchange theory literature are discussed.
Social Exchange Theory (SET)
Coercive and reward dimensions of buyer power. Goodwill and competence dimensions of trust.
Physical and innovation resources.
Supply base rivalry
If a firm wants to attain competitive advantage through resource obtained from its supply chain, this
firm needs to obtain better supplier resources than competitors.
What SCM strategy should a firm apply to improve its relative resource position?
Theoretical background
Social exchange refers to a situation in which the actions of one individual provide the rewards or
punishments for the actions of another individual (and vice versa) in repeated interactions.
Build on two core variables from SET that are crucial to understand the functioning of any buyer-
supplier relationship: power and trust
Power, trust and supplier resource allocation
Power
Trust
Power:
Mediated power
o Coercive power
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